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I had a colleague recently take CliftonStrengths. Their "skills" were equally balanced across all 4 categories and they have a history of "getting things done" although not always doing all things to the point they are "correctly done".

When I took it a few years back all my skills were clumped into strategy, which might explain why just doing strategy isn't necessary a way to get things done and may be a waste of time if done to excess.

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Strategy is important but it can also devolve into "writing thick reports that no one reads."

I was involved in an expert witness report a number of years back which involved going through a bunch of depositions. I remember reading through the deposition of one senior executive who was basically asked "But your corporate strategy office said this initiative was important. Are you saying you disagree?" And his response was basically that the corporate strategy office writes a lot of things [that I don't pay much mind to].

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